A C-10 Could Have Replaced The VC-137 (707) for Air Force One
Air Force One is the descriptor for any aircraft carrying the President of the United States, but to avgeeks, it generally refers to the highly customized Boeing 747-200 (VC-25A) with the unique Raymond Loewy-designed paint livery. It is a powerful symbol of the United States of America and commands a presence wherever it travels.
When the president travels, the White House serves as a mobile command center. It features over 4,000 square feet of space that accommodates the President, his staff, and a small traveling press pool. Many wonderful and detailed books have been written on the history of aircraft that have transported the President.
It Was Time For A Replacement Air Force One Aircraft
The Special Air Mission (SAM) VC-137 was a specially outfitted Boeing 707. It has been replaced by a 747. SAM 26000 is on display at the NMUSAF (NMUSAF Photo)
In 1985, the VC-137C was reaching nearly twenty-five years in service. As a result, the United States Air Force (USAF) began to plan for a replacement aircraft. After internal requirements had been set, the USAF began to send out requests for proposals (RFP) to Boeing, Lockheed, and McDonnell Douglas.
General John Michael Loh was appointed to Air Force Director of Operational Requirements in 1985, and Loh’s job was to find a replacement aircraft and suitable proposals for the aging VC-137Cs. There were really only two choices at the time of this new RFP from the USAF: The Boeing 747 and the McDonnell Douglas DC-10. Lockheed’s L-1011 had ceased production, not to mention it barely met the endurance requirement the Air Force had set, and Lockheed wasn’t about to build an all-new aircraft for the VC-137C replacement, nor restart the L-1011 production line.
Boeing, of course, offered the Boeing 747-200 aircraft, even though the Boeing 747-300 had entered service two years prior. The 747-200 had more in common with the current fleet of E-4B aircraft, the Advanced Airborne Command Post, which were flying for the USAF.
Boeing knew that with the E-4Bs flying, the current Presidential aircraft being a Boeing with four engines, and that the 747 easily met or exceeded all the operational requirements, it had the advantage to walk away with the contract award. Boeing was also keenly aware that both Lockheed and McDonnell Douglas had no interest in competing for what they viewed as a sole-sourced competition that had already been decided in their view.
Smart Maneuvering by Gen Loh
What happened next was chronicled in Air and Space Weekly in a fascinating article by Lara Seligman back in 2016. Seligman interviewed Gen Loh for an article that discussed the latest acquisition of the Boeing 747-8i to fulfill the role as the next Air Force One.
According to the article, Boeing met with Loh and presented its proposal: two Boeing 747-200 aircraft retrofitted with all the custom fitment, countermeasures, and other operational requirements that the USAF requested at just under $1 billion USD in 1985 ($2.4 billion adjusted for inflation in 2020). Boeing was in for a rude awakening.
The list price of the Boeing 747-200 in 1985 was $112 million for green aircraft (new), or $224 million for two aircraft, and this was the list price before discounting (which generally occurs).
Boeing was then adding nearly four times the cost of the aircraft for customization and fitment to meet the USAF’s requirements. Loh was reportedly furious at the estimate and knew that unless he had a viable and alternative proposal, he’d have very little leverage against Boeing’s proposal.
McDonnell Douglas was already 100% focused on its struggling C-17 airlifter. However, facing delays, cost overruns, and the threat of cancellation, Loh convinced McDonnell Douglas to compete for the Air Force One replacement.
Seligman reported that Loh already knew the DC-10 was a viable alternative to the 747, and with McDonnell Douglas struggling, Loh told McDonnell Douglas, “Look, if you are interested in keeping your C-17 and building a strategic airlifter, I think you ought to be interested in bidding on Air Force One.” What Loh knew that wasn’t quite clear to McDonnell Douglas was that Defense Secretary Caspar Weinberger was considering cancellation of the C-17 project and would instead go with Boeing’s proposal for a new C-X alternative based on the 747.
McDonnell Douglas Made a Real Effort With the C-10
Model of C-10. Jim Keeshan Model collection
McDonnell Douglas submitted a proposal based on the DC-10. They produced a book in 1985 called “C-10 – The Presidential Aircraft” with details about their proposal. The C-10 was centered around the DC-10-30 as the baseline aircraft because of its longer endurance range, time in service, and in-service reliability.
The offering had integrated air stairs at the center-main passenger and rear doors on the port side, and numerous options, including inflight refueling. For comparison purposes, McDonnell Douglas compared the C-10 to an ‘equivalent’ competitive aircraft: the Boeing 747SP, not the proposed 747-200. The C-10 was also presented as an aircraft that can operate from many more airports than the 747SP could. Comfort, performance, and reliability were based on the commercial DC-10 counterpart.
McDonnell Douglas showed the C-10 as 17% less expensive per flight vs. the 747SP, with an estimated operating cost of $30,000 for a 2,000 nautical mile trip (using $1 a gallon fuel cost from 1983), and that the maintenance and fuel costs were 37% more efficient vs. the Boeing aircraft (using a Boeing performance report #D6-33819).
McDonnell Douglas took another dig at the Boeing 747 by noting that it couldn’t utilize the existing hangars at Andrews AFB. The USAF had already estimated that new hangar facilities would add another $40 million to the cost of operating any 747. The C-10 could use the existing hangar facilities.
C-10 Had A Unique Floorplan
The C-10 even included a proposed floor plan that featured a stateroom in the front of the aircraft and a radio operating station in place of the forward galley (which had been moved to in front of the main door entrance).
Medical and conference facilities were mapped out, as well as sections identified for traveling staff, executives, and areas for media. The rear featured a full galley as well as stairs to the lower deck, while the front galley had a lift to the lower deck.
McDonnell Douglas Once Proposed A DC-10 For Air Force One 5
The 747 Proposal Was The More Robust Solution In The End
The Current Air Force One, SAM 28000, is a specially equipped Boeing 747, designated VC-25. Note: the call sign applies only when the President is on board. When the President is not aboard, the aircraft is identified by its tail number, 28000. (USAF Photo)
The McDonnell Douglas proposal was substantially lower than Boeing’s and had the desired effect that Loh had wanted: Boeing dropped the price in their proposal from nearly $1 billion for two modified aircraft to just $249 million in a fixed-price contract, according to Loh.
In the end, Loh’s pressure on McDonnell Douglas to submit a proposal for a VC-137C replacement was a win-win for both the USAF and McDonnell Douglas.
The USAF saved nearly $700 million ($2.1 billion adjusted for inflation in 2025), and it won brownie points for McDonnell Douglas at the USAF, negating a sole-source bid from Boeing. Boeing was awarded the newly designated VC-25 contract to build the replacement aircraft for the VC-137s, and the rest is history.
The C-10 Made Boeing’s Air Force One Cheaper
In the end, however, Seligman notes in her article that Boeing had to absorb nearly $600 million in unforeseen costs before the first VC-25 was delivered and entered service, bringing the actual cost of each aircraft to approximately $425 million each ($1.3B in 2025 dollars).
This figure doesn’t include the upgrades to the VC-25 fleet over the years after delivery. Loh maintained in the article that every Presidential aircraft, every single part from the airframe to the rivets, should have competitive bids to ensure the USAF (and the taxpayer) receives value for their money.
The C-10 Wasn’t Meant to Be Air Force One
The C-10 never became Air Force One. It was a long shot from the beginning. With less space, just three engines, and a mixed public perception of the jet, the odds were not in McDonnell Douglas’ favor. It remains a unique footnote in aviation history, leaving many avgeeks to wonder what could have been after all these years.
SpaceX’s Starship was lost today over the Caribbean on the company’s 7th flight test. The rocket itself performed great, and even landed successfully back at its launch site in south Texas. However, the prototype spacecraft itself suffered an unknown fatal anamoly shortly after separation from the booster.
Photos and videos circulating on social media show dramatic scenes of fireball debris raining down Turks and Caicos.
Spacecraft had numerous upgrades over previous versions
Today’s incident is what flight tests are for. The vehicle incorporated numerous upgrades over the previous 6 vehicles. Its forward flaps were reduced in size and shifted towards the vehicle tip and away from the heat shield. Doing so significantly reduces their exposure to reentry heating while simplifying the underlying mechanisms and protective tiling, according to SpaceX.
“Redesigns to the propulsion system, including a 25% increase in propellant volume, the vacuum jacketing of feedlines, a new fuel feedline system for the vehicle’s Raptor vacuum engines, and an improved propulsion avionics module controlling vehicle valves and reading sensors, all add additional vehicle performance and the ability to fly longer missions,” says SpaceX.
2025 will be a transformational year for Starship development
Elon Musk’s company is developing Starship to be a fully reusable rocket and crewed spacecraft to send crew and cargo to Earth orbit, the Moon, Mars and beyond. The booster is the most powerful launch vehicle ever developed, capable of carrying up to 150 metric tonnes fully reusable and 250 metric tonnes expendable.
“This new year will be transformational for Starship,” added SpaceX. “Our goal is bringing reuse of the entire system online and flying increasingly ambitious missions as we iterate towards being able to send humans and cargo to Earth orbit, the moon and Mars.”
When companies and government organizations want to deploy satellites and other objects into space, they usually go to Low Earth Orbit (LEO), and they have only a few options. That is about to change. Impulse Space is developing a space transport vehicle that promises to reduce the time to take objects to orbits above LEO from months to just hours.
Helios Space Transport vehicle deploying from a Space X Rocket | Image: Impulse Space
Impulse Space CEO Designed Space X Engine
Impulse Space, based in Redondo Beach, California, is focused on providing space transport, or space-tug capabilities, for satellites and other payloads. With its Helios spacecraft, Impulse plans to develop a fleet of transportation vehicles. The CEO and founder of Impulse is Tom Mueller, a founding member of Space X and chief designer of the Merlin engine. New versions of the Merlin now power Space X’s Falcon 9 Rocket and Falcon Heavy launcher.
Outline of rocket carrying a Helios Space Transport Vehicle. | Image: Spacevoyaging.com
Helios to Launch on Space X Falcon 9 Rocket
A typical mission profile could be for a Falcon 9 to first launch a Helios space transport vehicle into LEO. From there, the Helios would take its payload up to Geostationary Orbit (GEO) or higher. For comparison, LEO is anything below 1240 miles and GEO is much higher, at about 22,000 miles above Earth.
Helios will be able to transport objects weighing as much as 11000 pounds. Its engine, the “Deneb”, will produce 5,000 pounds thrust and use up to 14 tons of liquid oxygen and methane for fuel. Helios will be almost like a third stage for the Falcon-9.
Impulse Space designed the Deneb engine for its Helios space transport vehicle. Image: Impulse Space
The goal is for the Helios to “max out the lift capability of a single stick Falcon 9,” said Mueller.
Impulse is also developing the Helios to be able to launch on other platforms besides the Space X rockets.
Helios to Reach Orbits Above LEO in Hours Instead of Months
One of the main advantages Helios will provide is time savings. It might currently take several months for a space transport, using electrical propulsion, to deliver a payload above LEO. Impulse has designed Helios to do it in less than 24 hours.
“This changes the mission value proposition significantly in several ways, including decreasing the time to reach operational status, limiting potential radiation exposure, and reducing the overall payload mass by decreasing the size of thrusters and amount of fuel required,” said Martin Halliwell, former CTO of SES Satellites.
Helios carrying multiple small satellites. | Image: Impulse Space
There are not many opportunities for companies to launch these smaller satellites alongside larger payloads, and Impulse wants to fill this need for potential customers. The company plans to buy its own launch vehicle, most likely a Falcon 9, and sell slots for transport to orbits above LEO.
Impulse plans to continue testing Helios this year and begin regular service in 2026. They have contracted with Space X for three Falcon 9 rocket launches for their first missions.
Hot fire test of an Impulse Space engine. | Image: Impulse Space
Helios First Missions Will Support DoD
Impulse is already attracting customers, and its first payload will be a DoD spacecraft. The U.S. Space Force is interested because it wants to be able to deploy satellites tactically, or quickly, and Helios will give it that capability. The first flight will be to support the DoD VICTUS SURGO mission, deploying an optical payload.
For this mission, Helios will carry the Impulse Mira spacecraft. This smaller transport vehicle can maneuver and deliver objects within an orbit. Helios will carry Mira from LEO to Geosynchronous Transfer Orbit (GTO). The Mira then will carry and deploy the DoD spacecraft.
“Helios’ ability to open access to high-energy orbits like GEO, with availability when needed or requested, is not only a valuable commercial service but can also help enable a strong national defense posture in space,” said Mueller.
Impulse is also hoping to serve customers involved in communications, imaging, and scientific research.
Helios carrying satellite into orbit. Image: Impulse Space
PLAY Airlines will reportedly close service to Hamilton in the spring, its only destination in Canada. This move was made just two years after its Hamilton debut.
Some travelers may be curious to know why PLAY will soon leave Canada and if the airline might close its routes in the US in the future.
PLAY Packing Up In Great White North
John C. Munro Hamilton International Airport officials have confirmed that PLAY Airlines will soon cease service to the city. The low-cost Icelandic airline makes its last flight to Hamilton on 22 April. PLAY first opened service in Hamilton in 2023.
PLAY currently flies a route between Hamilton and Reykjavik, Iceland four times a week. Reykjavik is PLAY’s hub city. Passengers can connect via Reykjavik to other European destinations like Dublin, Ireland and Paris, France.
With PLAY Airlines pulling out of Hamilton, the carrier will no longer serve any cities in Canada. This latest pullback mirrors other reductions of low cost service in Canada. Canada’s budget airline market has shrunk over the past year with Lynx Air closing down in 2024, Jetlines going out of business, and WestJet’s SWOOP subsidiary merging back into the main airline after a six year endeavor.
PLAY Airlines Exiting Canada, Says Transatlantic Markets "Falling Short" 13
PLAY Airlines CEO Einar Orn Olafsson reportedly told members of the media that the airline’s hub-and-spoke model from Iceland is falling short of its financial goals, especially involving North American travelers.
Hamilton travelers can continue to book PLAY flights from Hamilton airport until 23 April. Some travelers, however, have scheduled flights with play past this date. The airline has not yet announced any refunds or alternative arrangements for flights after 23 April.
Hamilton Airport Moving On
Hamilton airport spokeswoman Colleen Ryan issued a statement to the Toronto Star about PLAY’s eventual exit:
“I can confirm that, unfortunately, PLAY Airlines will end its service from John C. Munro Hamilton International Airport as of April 22, 2025. While we are disappointed with this decision, we remain confident in the future of Hamilton International.”
No word yet On How PLAY Will Alter US Service Yet
With a pointed comment by PLAY’s CEO on transatlatic service, one must wonder whether additional changes are in store for the US market.
For the time being, PLAY will continue to serve travelers in the United States from New York City, New York, Baltimore, Maryland, Boston, Massachusetts, and Washington D.C.
For Avelo Airlines COO Greg Baden, leading one of America’s newest airlines isn’t just a job–it’s a heartfelt passion for leadership, aviation, and making air travel accessible to all.
While Avelo officially took to the skies in 2021, the Houston-based carrier’s story actually began way back in 1987. Long before the days of ULCCs (at least the modern iteration), a small carrier called Casino Express Airlines launched out of Elko, Nevada. Utilizing a small fleet of Boeing 737-200s, Casino Express ferried guests to and from the Red Lion Hotel and Casino in Elko.
Over the years, the airline evolved, rebranding as Xtra Airways in 2005 to reflect its expanded charter services, which included flights for sports teams, government agencies, and even presidential campaigns.
In 2018, aviation veteran Andrew Levy, former CFO of United Airlines and president of Allegiant Air, acquired Xtra Airways with a vision to transform it into a modern ULCC. Avelo Airlines officially launched in April 2021, starting operations out of Hollywood Burbank Airport (BUR) with three Boeing 737-800s and focusing on point-to-point flying to underserved markets.
Since then, the carrier has grown steadily, establishing an eastern hub at Tweed New Haven Airport (HVN) in Connecticut. In addition, Avelo operated several bases across the U.S., including Orlando International Airport (MCO), Raleigh-Durham International Airport (RDU), Charles M. Schulz Sonoma County Airport (STS) in California, and others.
Avelo operates a growing fleet of 20 Boeing 737s, serves 50 destinations across 23 states and Puerto Rico, and has recently expanded into international markets, including Mexico and Jamaica, with plans to begin service to the Dominican Republic in February.
Today, Avelo COO Greg Baden oversees the intricate day-to-day operations that have helped the airline thrive in a highly competitive market. With decades of experience and a passion for creating meaningful connections through air travel, Greg is a driving force behind Avelo’s commitment to operational excellence, community engagement, and customer-focused service.
In this exclusive AvGeekery interview, he shares insights into the airline’s growth, challenges, and vision for the future.
A Lifelong Passion for the Aviation Industry
An Avelo Airlines Boeing 737-800 at Hollywood Burbank Airport on 07 April 2021 | IMAGE: Joe Scarnici/Getty Images for Avelo)
AvGeekery: Tell us about your background and a little bit about your aviation journey.
Greg: People often ask what I did before aviation, and I always say, “I was in junior high!” My aviation journey began with ramp jobs for commuter airlines. Early on, I joined Northwest Orient, which later became Northwest. I was a key contributor during the merger between Delta and Northwest, helping integrate their certificates. After that, I stayed with Delta until I retired from there.
Retirement didn’t last long. I have a home in Las Vegas, where Allegiant is based, and that’s how I connected with Andrew Levy, our CEO, who at the time was Allegiant’s CEO. I worked with them for five years, transitioning their fleet from MD-80s to Airbus aircraft. Northwest had done a similar transition back in 1989, so it was a process I was familiar with. That’s when Andrew and I got to know each other well.
Andrew and I have always kept in touch. We’re good friends and think very similarly. He’s a brilliant, insightful leader—though I forgive him for being about 15 years younger than me!
I’ve truly experienced aviation from all sides. I’ve been the chief pilot for a major airline, a check line pilot for multiple aircraft types, and managing director of flying at Delta post-merger. Toward the end of my time there, I was a 747 captain and worked on numerous tech ops projects. My experience spans flightside operations to executive leadership.
All of those roles gave me a deep understanding of what it takes to deliver exceptional operational reliability. I’ve also developed a strong sense of what crew members need—not just pilots but everyone involved. At Avelo, we call everyone “crew members.” I think of us as the largest sports team out there. That team mindset is essential to our success.
After retiring (again!), Andrew and I stayed close, and the opportunity to join Avelo felt like the right fit. I’ve spent my life in aviation, from ramp jobs to 747 captain, and now as COO of Avelo Airlines. This industry has always been my passion, and I’m excited to keep building something great here.
A Belief in Measured Growth
Avelo Airlines’ route map as of January 2025 | IMAGE: Avelo Airlines
AvGeekery: To what do you attribute Avelo’s rapid growth and success?
Greg: It starts with the team. We have an awesome group of people here at Avelo, including a very talented, experienced, and seasoned veteran leadership team. These are individuals who understand the play—how to build and sustain a successful airline. Having that kind of expertise at the helm is foundational.
Regarding growth, we use the term “measured growth” rather than “rapid growth.” That’s something I’m very passionate about. Measured growth requires patience and thoughtfulness, and it’s crucial when you view this as the large teamwork sport that aviation is. It’s not about growing for growth’s sake. It’s about hiring the right people, being intentional in our decisions, and ensuring that as we expand, we’re not just getting bigger—we’re getting better.
The tendency to want to grow as fast as possible can lead to problems. Companies that grow too quickly often find they’re not improving along the way, and that’s not a path we want to take. At Avelo, we’re committed to continuous improvement. Yes, growth can complicate things, but if you measure yourself as you go, you ensure you’re delivering better results, not just more of the same.
This philosophy of measured growth ties directly into our responsibility to our shareholders, customers, and crew members. Each group has invested significant time, energy, and money into this journey, and we owe it to them to make thoughtful, intentional decisions.
Avelo COO Greg Baden (center) cuts the ribbon at the carrier’s new crew base at Raleigh-Durham International Airport (RDU) in 2024 | IMAGE: Avelo Airlines on Facebook
A key part of our success is getting the customer experience right. Our leadership team brings a tremendous amount of experience to the table—I can’t even imagine how many zeros would be on the total accumulated hours of travel among us.
We’ve all been customers ourselves, so we know firsthand what matters to travelers. We’ve taken that experience and applied it to every step of our operations, ensuring that as we grow, we never lose sight of what’s important to the people who fly with us.
And it’s working. We survey every customer after their flight, asking how likely they are to recommend Avelo to a friend and if they would fly with us again. 96% of our customers say they would. That’s a clear indicator that our approach is resonating.
On top of that, we’ve achieved back-to-back profitable quarters—a remarkable feat for an airline as young as ours. It’s just another way we measure success, ensuring that our growth is sustainable and meaningful.
So, when you ask what we attribute our success to, it’s this: a seasoned team making thoughtful decisions, a commitment to getting the customer experience right, and a focus on measured growth. These principles are the foundation of what we’re building at Avelo, and we’re excited to keep moving forward.
Teamwork Makes the Dream Work
Avelo COO Greg Baden (far right) and other Avelo employees celebrate the first scheduled passenger airline service out of Linder Lakeland International Airport (LAL) in Florida | IMAGE: Avelo Airlines on LinkedIn
AvGeekery: There are a bunch of new carriers out there right now, especially in the ULCC world. What would you say sets Avelo apart from its competitors?
Greg: I know many of the people at other carriers—they’re talented folks. In fact, I might have even hired some of them in a past life. Look, I’m sure some of the newer carriers wish we weren’t here, and maybe we wish they weren’t here either. But that’s not how we approach it. For us, it’s all about focusing on our mission.
What really sets us apart starts with our crew members. I’m confident we have the most experienced team out there, and I’ll admit I’m biased—we personally put this team together. It’s the foundation of everything we do. When you have a strong, talented team, the results speak for themselves.
Then there’s performance. If you look at the data from last year, we’re number one in performance compared to other carriers, some of which are trailing far behind. That’s not just a coincidence—it’s a direct result of our relentless focus on delivering reliability.
Performance is so important to us because it reflects who we are as a carrier. It’s one of the most significant factors that sets us apart, and the numbers back it up.
IMAGE: Avelo Airlines
Another major differentiator is that we’re not just performing well—we’re doing it while maintaining the lowest costs. That’s a big deal. It’s rare to see a carrier excel in both areas, but at Avelo, we’ve made it happen.
We don’t put ourselves in the same bucket as other airlines. Instead, we see ourselves offering a larger value proposition: reliability, performance, and cost efficiency all working together.
What’s interesting is how these factors feed into each other. When we’re on time, our crew members are happier. A happier workplace naturally translates into a kinder, more caring atmosphere for our customers. It creates a ripple effect: happy crew members lead to better customer experiences, which ultimately supports our mission.
At the end of the day, it’s this combination of top-notch performance, low costs, and a people-first approach that makes Avelo stand out. It’s not just what we do—it’s how we do it.
Avelo’s Workhorse: The Boeing 737 NG
BURBANK, CALIFORNIA – APRIL 07: The Avelo aircraft is seen at Hollywood Burbank Airport on April 07, 2021 in Burbank, California. (Photo by Joe Scarnici/Getty Images for Avelo)
AvGeekery: I’m sure that a single aircraft type helps with costs and customer satisfaction, too. Will Avelo stay loyal to the Boeing 737?
Greg: Absolutely. We love the seven-three. It’s ironic—I’ve personally flown just about every plane out there. I’ve piloted the 727, all the Airbuses, the 747, and the 757. But I’ve never flown a 737, and–I’ll admit–I’m jealous!
I’d love to get checked out on it, but I just don’t have the time—and I’m too old to fly professionally anyway. Still, I know a lot about the aircraft, and I can confidently say it’s one of the most reliable and proven planes in history.
I can confidently say it’s one of the most reliable and proven planes in history.
At Avelo, we operate the 737-700 and -800 NG models. The -700 has 149 seats, and the -800 has 189 seats, giving us excellent flexibility as we develop new routes. For example, we can use the -700 for emerging routes and later upsize to the -800 as those routes mature. It’s a strategic advantage that helps us adapt and grow efficiently.
I also have to mention the engines. The CFM engines on the 737 are, in my opinion, the best aircraft engine combination in history. They’ve powered over 7,000 of these aircraft, and their performance is unmatched, particularly in our chosen operating environment. Avelo focuses on secondary airports, many of which have shorter runways. The 737 handles these conditions beautifully, delivering the reliability we depend on.
An Avelo Airlines Boeing 737-800 (reg. N802XT) | IMAGE: Avelo AIrlines
Beyond performance, the operational benefits of sticking with a single aircraft type are enormous. There are plenty of 737-trained pilots and ample simulator availability, making it easier to hire and train. Plus, parts are readily available, and there’s significant commonality between the -700 and -800 models. This simplifies maintenance and keeps costs low, which is a huge win for us.
Our pilots also benefit from the commonality. They can seamlessly transition between the -700 and -800 without needing separate training, which is both convenient and cost-effective. Additionally, our independent bases across the country are self-contained, and the 737’s design simplifies managing parts across those bases.
When we were selecting our aircraft, we carefully compared the 737 to other options. For the growth rate we envisioned, the reliability we required, and the passenger experience we wanted to deliver, the 737 was the clear winner. It’s more comfortable and spacious than its competitors, and that’s something our customers notice and appreciate.
In short, the 737 has been an excellent decision for Avelo. It plays a key role in keeping costs down, delivering reliable performance, and ensuring customer satisfaction. We’re excited to continue building our future with this remarkable aircraft.
Becoming a Pilot for Avelo
An Avelo Airlines pilot leans out the window while parked at the gate | IMAGE: Avelo Airlines on Facebook
AvGeekery: Many of our readers are pilots or interested in becoming pilots. Tell us a little bit about the journey to becoming a pilot at Avelo.
Greg: Becoming a commercial airline pilot is more accessible now than it was years ago, and the type of training available has improved tremendously. If you have the determination and the skills, it’s a fantastic profession with much to offer.
We’ve seen unprecedented hiring activity in the major airlines post-COVID—some of the biggest waves of hiring I’ve witnessed in my decades in aviation. While things have settled down this year, there’s still plenty of opportunity in the industry. Moreover, options like Avelo give pilots a new and exciting way to approach their careers.
Honestly, if Avelo had existed 40 years ago, I might have made different choices. One of the standout features of flying for Avelo is our out-and-back system. It’s a big part of our formula for creating convenience and affordability. We focus on flying to and from secondary airports near major population centers, offering little or no existing service.
Our aircraft are busy on various routes throughout the day, but at night, they all return to their base—whether that’s two, six, or more aircraft at a particular location. Each base is self-contained, with its own management and support systems.
The beauty of this system is that our flight crews are home almost every night. They get to sleep in their own beds, which helps significantly with battling jet lag and fatigue. But more importantly, it allows them to maintain a healthy work-life balance. They can attend their kids’ soccer games, plan their lives, and really be present with their families.
An Avelo Airlines crew gets ready for departure | IMAGE: Avelo Airlines on LinkedIn
I’ll admit, when my kids were young, I missed out on a lot because I was often away for 12-day trips. I’d come home, and my kids would be in a different shoe size. It wasn’t ideal—it was tiring and unhealthy for my family dynamic, and I didn’t enjoy missing out on those moments. Avelo’s model is designed to help pilots avoid those challenges.
For young people today, the journey to becoming a pilot is much shorter than it used to be. And while there’s a mandatory retirement age of 65, the natural cycle of retirements creates a steady flow of opportunities even if airlines aren’t in a growth phase. The world will always need pilots, and it’s a career with longevity.
So look, if you’re a young pilot or someone aspiring to a career in aviation, I’d strongly encourage you to consider Avelo. It’s not just a great place to work—it’s a place where you can build a fulfilling career while maintaining a normal life, so to speak.
Check out our website, send us a note if you have questions, let us know you read this story, and let us help you get started. I’ve had a deeply rewarding career in aviation, and I think the opportunities for new pilots today are even better.
Matching Resources to Opportunities
Avelo Airlines COO Greg Baden participates in the grand opening of Avelo’s station at Harry Reid International Airport (LAS) | IMAGE: Avelo Airlines on Facebook
AvGeekery: When you talk about measured growth, is there a point where you believe that growth will plateau?
Greg: It’s possible, but the beauty of this industry is the constant ebb and flow of opportunities. Having worked with large legacy airlines, consulted on operations, and even swapped out aircraft fleets, I’ve seen firsthand how important it is to build a strong operational foundation. Starting from scratch with Avelo has given us the chance to do just that—to sit down and truly focus on what’s needed to manage resources effectively and efficiently.
People see a plane taxi out and take off, which looks simple. But behind the scenes, it’s incredibly complex. We’ve spent a lot of time building the systems and processes to make our operations seamless and reliable.
By leveraging technology, we’ve created a system where everything—from scheduling to resource allocation—communicates effectively. This allows us to move quickly when opportunities arise, and it keeps costs down, which is crucial in the airline business.
Measured growth is at the heart of what we do.
Measured growth is at the heart of what we do. We’re not chasing every opportunity but focusing on those that align with our strategy: serving secondary airports near major population centers. These markets are often underserved, especially during economic downturns when larger airlines pull capacity back to their hubs. That’s where we step in, offering point-to-point service that fills a gap and brings convenience back to air travel.
One example of this convenience is in New Haven. We’ve seen a lot of folks who could fly first class on any airline choose us instead because of the simplicity of our point-to-point service. Many are older travelers who might need a cane or a wheelchair. They were hesitant to fly due to the hassle of connections. By offering nonstop flights, we’ve made it easy for them to travel again.
Passengers board their flight at Tweed New Haven Regional Airport (HVN) | IMAGE: Avelo Airlines on Facebook
As for scaling, it’s all about matching resources to opportunities. Right now, we’ve got a long list of underserved cities across the U.S. that we’d love to add to our network. It’s just a matter of having enough aircraft to get there. We now have 20 airplanes—an increase of four in the third and fourth quarters alone. That will open up more markets for us and allow us to revisit that list of opportunities.
The U.S. map is full of mid-to-small-sized cities that either have limited service or no service at all. We’re well-positioned to take advantage of these opportunities, whether in an upcycle or a downcycle. Large airlines tend to add capacity through their hubs in an upcycle, leaving point-to-point routes open for us.
They pull back even more in a downcycle, creating new opportunities in underserved markets. That’s when Andrew calls me up and asks to fly from City A to City B and how quickly we can get the route up and running because some other major airline pulled out from the market. I don’t need a lot of infrastructure in those cities because I’m self-contained, right? We don’t even have paper on our flight decks.
So, while growth might plateau at some point, the sheer number of possibilities keeps us optimistic. There’s always another city, another route, and another way to serve customers better. With our operational foundation, low costs, and commitment to convenience, we’re ready to seize those opportunities as they come.
Integrity, Passion, and a Drive to Learn
Baden celebrates the establishment of a new Avelo Airlines base at Charles M. Schulz–Sonoma County Airport in Santa Rosa, Calif. | IMAGE: Greg Baden on LinkedIn
AvGeekery: What would you say to someone looking to get into airline management?
Greg: First, I would say the younger you are, the better. That said, it’s never too late to pursue a career in airline management. But the earlier you know the direction you want to take, the smoother your journey will be.
If you’re in college, the best advice I can give is to get an internship. Internships are invaluable because they allow you to spend time with experienced professionals like me and my colleagues, who have decades of combined knowledge in the industry.
At Avelo, for example, our interns gain incredible hands-on experience. They attend meetings, learn about different management roles, and get a sense of the challenges and responsibilities within the airline. Plus, we pay our interns and offer flight benefits. That kind of experience stands out on a resume.
I’ve seen it firsthand—a former intern I hired years ago later became a manager in one of the departments I oversaw. Stories like that show just how important those early opportunities can be for building a successful career.
If you’re considering airline management, I advise taking relevant courses in college. Then, find an internship and get involved with an airline that aligns with strong values—like Avelo. One of the things I value most is promoting people into different positions. Help them learn more about the business. You’re not locked into one role; there’s room to grow, gain experience, and move up.
Avelo Airlines COO marks the carrier’s first flights from Hartford’s Bradley International Airport (BDL) | IMAGE: Avelo Airlines on LinkedIn
We also have some phenomenal leaders at Avelo who set a great example. When you see someone who fits in with the team and demonstrates the right values—integrity, passion, and a drive to learn—you know they’re going to succeed in this industry.
I also encourage anyone interested in joining us to reach out, even if there isn’t an open position at the moment. Sometimes, I’ll meet someone who’s such a good fit that I’ll create a role for them. I’ve gone to Andrew and said, “We need to hire this person. I’m not sure what for yet, but we’ll find a place for them.”
Ultimately, passion is what drives success in airline management. It’s a challenging and rewarding career, and we’re always looking to encourage and develop the next generation of aviation professionals. Whether through internships or entry-level roles, there’s so much opportunity to grow and make a meaningful impact in this industry.
Passing the Love of Aviation to the Next Generation
Avelo Airlines COO Greg Baden high-fives a participant in the airline’s Aviation Career Exploration (ACE) program | IMAGE: Greg Baden on LinkedIn
AvGeekery: What do you love most about running an airline?
Greg: Let me tell you a story that perfectly captures what I love most about this job. Recently, we organized a special trip for 35 kids and their parents/guardians from East Haven Middle School in East Haven, Connecticut.
It was more than just a field trip—it was an opportunity to spark curiosity and ignite dreams. We brought them to Tweed Airport in New Haven, boarded them on one of our planes, and flew them down to Orlando to visit the facility where we train our pilots.
Now, these aren’t just any training tools. We’re talking about $12 million state-of-the-art simulators built by a company called Avenger, which I’ve worked with for many years. These simulators are so advanced that if you’re sitting in one, looking out the “window,” it feels almost indistinguishable from flying a real airplane.
They are full visual. So, a couple of us pilot types jumped in the simulators. We had the kids sit in the right seat or left seat, let them start it up, take off, and fly around. It was an amazing experience for these kids.
After the simulator session, we grabbed McDonald’s for everyone—cheeseburgers and all—before heading back to the airport to fly them back to New Haven. It was such a simple day in many ways, but it was profoundly impactful. I’ll never forget one boy in particular. He seemed quiet, and I wasn’t sure if he was enjoying himself.
I asked him, “On a scale of one to ten, with ten being the best, how would you rate this field trip?” He thought about it and said, “Probably an eight.” I laughed and said, “Wow, you must go on some incredible field trips!” But it made me pause and wonder—what else could we have done to make it a ten for him?
The real magic, though, was on the flight back home. The kids couldn’t stop talking about aviation. They asked questions like, “How old do you have to be to start flying lessons?” and “What does it take to become a pilot?” By the end of the day, many were saying they wanted to work in aviation. These were kids who may have started the day with no idea of what was possible for their futures, and now they were dreaming big.
Creating Opportunities to See the World in a Whole New Way
Baden passes the aviation torch to the next generation | IMAGE: Greg Baden on LinkedIn
Greg (continued): That’s what I love most about running an airline—the chance to inspire, open doors, and create opportunities for people, especially young ones, to see the world in a whole new way. It’s not just about operating flights or building a business; it’s about creating connections and empowering the next generation to chase their dreams.
When I decided to come back and work at Avelo, I told Andrew that I wanted to be part of something meaningful. I wanted to build something I could look back on with pride while sitting on my porch years from now. I wanted to know that I helped hire great leaders, built an airline that stands for something, and gave back to the communities we serve.
These moments—seeing the joy and excitement on a child’s face, knowing we’ve planted the seeds of a new passion—make it all worthwhile. And it’s not just about the kids. It’s about everyone we serve. Think about it: 45% of Americans have never even flown on an airplane. That means there’s a huge opportunity to create those first-time experiences for people, to show them the world is bigger than they ever imagined.
Air Wisconsin and American Airlines are set to part ways this spring, ending an on-again, off-again regional partnership that began in its most recent form in March 2023.
According to a press release issued by Air Wisconsin last week, the capacity purchase agreement will conclude by the end of April, with the airline ceasing CRJ-200 operations for American on 3 April.
While the announcement comes as a surprise to some, Air Wisconsin describes the move as a “strategic shift” toward new opportunities, including federally subsidized Essential Air Service (EAS) routes and charter operations.
A Pioneer in Regional Aviation
A Swearingen Metroliner, DeHavilland Dash 7, and a BAe 146 aircraft lined up at Fort Wayne International Airport (FWA) | IMAGE: Air Wisconsin on Facebook
Founded in 1965, the Appleton, Wisconsin (ATW)-based carrier has long been a trailblazer in regional aviation. Air Wisconsin pioneered the concept of code sharing in the 1980s, forging partnerships with major carriers like United Airlines and later AirTran Airways. In its heyday, it was the largest regional airline in the U.S. and even invested in US Airways during its bankruptcy in exchange for a long-term operational contract. Over the years, Air Wisconsin has transitioned through partnerships with United, US Airways, and most recently, American Airlines.
Its current partnership with American Airlines began with a five-year contract signed in 2022, enabling Air Wisconsin to operate up to 60 CRJ-200s for the American Eagle brand. However, American’s decision to end the agreement after just one year leaves Air Wisconsin without a mainline carrier partner, raising questions about the airline’s future.
American’s CRJ-200 Era Winds Down (Again)
Ramp personnel marshall in an Air Wisconsin CRJ-200 at Appleton (ATW) | IMAGE: Appleton International Airport
Air Wisconsin operates a fleet of 62 Bombardier CRJ-200s, though only 38 of these 50-seat regional jets are active. With an average age of over 22 years, the fleet is based primarily out of Chicago O’Hare (ORD). As the airline exits its role as American’s only CRJ-200 operator, the focus will shift to utilizing these aircraft in EAS and charter operations.
American Eagle previously discontinued CRJ-200 operations during the pandemic. However, the capacity purchase agreement with Air Wisconsin resurrected the type for American flyers once again in 2023.
While the CRJ-200 might be on its way out for American Eagle, the carrier still operates the larger CRJ-700 and CRJ-900, as well as the Embraer ERJ-145.
The CRJ-200’s small size and operational flexibility make it well-suited for underserved markets, and Air Wisconsin appears poised to capitalize on these strengths. In the press release, CEO Robert Binns expressed optimism.
“This strategic shift underscores our adaptability and commitment to delivering reliable, customized air travel solutions where they are most needed,” Binns said. “As we diversify into EAS and grow our charter operations, we remain committed to delivering safe, efficient, and quality service to every community and customer we serve.”
A pair of Air Wisconsin CRJ-200s at the gate | IMAGE: Air Wisconsin on Facebook
Air Wisconsin currently operates just one EAS route: the twice-daily route between Chicago (ORD) and Iowa’s Waterloo Regional Airport (ALO). However, American Airlines controls the route, which will not transfer after the partnership ends. This means Air Wisconsin has no EAS contracts of its own.
As such, and to diversify its revenue streams, the airline has applied for EAS contracts to serve Quincy, Illinois (UIN), and Burlington, Iowa (BRL). These small, federally subsidized markets could provide a lifeline for Air Wisconsin, though competition for EAS contracts remains fierce.
Charter operations also represent a promising avenue for growth. With recent changes in collegiate athletic conferences increasing travel distances for sports teams, Air Wisconsin is positioning itself as a go-to provider for NCAA charters. The CRJ-200’s capacity and range are well-suited to these needs, and the airline’s debt-free status offers financial flexibility to pursue new opportunities.
Uncertainty Looms as Air Wisconsin Looks Forward
Air Wisconsin CRJ-200 “El Guapo” | IMAGE: Air Wisconsin
Despite its ambitious plans, Air Wisconsin faces an uncertain future. Without a single EAS contract currently in place and no mainline partner, the airline will need to move quickly to secure new business.
In last week’s press release, Binns announced that the carrier has recently “retired all remaining debt on its aircraft,” allowing it to “embark on this new direction with enhanced financial flexibility.” The retirement of its aircraft debt is indeed a positive step, but the fate of its 62 CRJ-200s remains a question mark.
For an airline with such a storied past, this moment represents a critical juncture. Will Air Wisconsin succeed in carving out a niche in the EAS and charter markets? Can it sustain operations without a mainline carrier? Only time will tell.
As one chapter closes, Air Wisconsin embarks on a new journey. For now, aviation enthusiasts and industry insiders alike will be watching closely to see how this resilient regional carrier adapts to its next challenge.
An F-16 from the 96th Test Wing dropped a fuel tank on a Florida neighborhood Jan 7 near Eglin AFB. It’s unknown right now whether it fell off, or was jettisoned, but it was pure luck that nobody on the ground was injured or killed.
The external tank fell in the town of Niceville, close to an elementary school that was closed at the time. Shredded wreckage was all over people’s yards. Residents reported a very strong smell too, so the tank was definitely not empty when it fell.
The fuel tank actually landed in someone’s driveway, just feet from their home.
“Only by the grace of God, it landed between two houses,” said Niceville City Manager David Deitch.
“There’s a lot of people standing around, wringing their hands about what they are going to do – as far as hazmat and so forth,” said resident KennethLowe to MidBayNews.com, who lives at the scene.
Some wreckage at the scene via MidBayNews.com
Investigation is underway
An Air Force Safety Investigation Board is currently trying to determine why it happened. A drone was flown over the scene to survey the area. No property damage has been reported, according to Eglin AFB.
The wreckage has since been removed from the scene. A spill response team from Eglin is currently leading the clean-up, which will take several weeks.
A 96th Test Wing F-16D Fighting Falcon lifts off from the runway at Eglin Air Force Base, Florida (U.S. Air Force photo/Samuel King Jr.)
“Our environmental management team is working diligently to clean up the affected areas,” said Col. Michelle Sterling, 96th CEG commander. “We are communicating our efforts with the homeowners and want to assure the community we are engaged in clean up procedures.”
A firefighting plane is grounded today in California, after hitting a drone in restricted airspace while fighting the raging fires ongoing around LA.
Details are scarce, but the Canadian CL-415 “Super Scooper”, call sign “Quebec-1”, took a football-size hole through one of its wings from the drone.
Canada sent 2 Super Scoopers to help fight the LA fires
The incident forced all planes to be temporarily grounded as the fires raged on. The plane in question is tail C-GQBG. Canada sent two of them to help.
The Super Scoopers are picking-up 1,500 gallons of water from the ocean and dropping it onto the fires. Other assets and crews are dropping retardants and fresh water from nearby lakes and reservoirs.
Two Canadian planes from Quebec have been involved in fighting the fires since Tuesday. (Los Angeles County Fire Department photo)
We expect the plane to be airborne again soon, based on the damage in the wing photo from LAFD. The FAA is investigating the collision. The FAA has not authorized anyone unaffiliated with the Los Angeles firefighting operations to fly drones in restricted airspace. It’s unknown whether the drone was official use for the fires, or a hobbyist ignoring the law.
According to the FAA, flying a drone in the midst of firefighting efforts is a federal crime punishable by up to a year in prison or up to $75,000 fine.
“When people fly drones near wildfires, fire response agencies often ground their aircraft to avoid the potential for a midair collision,” says the FAA website. “Delaying airborne response poses a threat to firefighters on the ground, residents, and property in nearby communities, and it can allow wildfires to grow larger.”
Numerous drones have been sighted dangerously close to firefighting ops all week
Radio chatter this week has picked up numerous drone sightings over the fires and in the way or aerial assets, likely from ignorant hobbyists unfamiliar with the laws. Or worse, they simply don’t care.
There was another pilot that put up a drone to take pictures. It also grounded all aerial firefighting in the area temporarily.
Legitimate news media are in helicopters and operating drones outside of restricted airspace to document & operate in cooperation with authorities.
Cal Fire crews faced similar issues in 2024, when fighting several massive wildfires burning across Southern California.
Northwest Airlines was a pioneer in transpacific travel, but it was far from the most loved airline at times.
Aviation enthusiasts fondly recall Northwest Airlines, known for its red-tailed planes and vast Pacific network, but these memories are quickly fading since its merger with Delta Airlines over 15 years ago.
Many of those who remember Northwest probably lived in its hub cities, such as the Twin Cities of Minneapolis-St.Paul (MSP), Detroit (DTW), Seattle (SEA), and Memphis (MEM), as well as a whole host of other “northern-tier” cities in the United States.
The Many logos of Northwest Airlines. Image: Northwest Airlines History Center
Northwest airplanes were fixtures in the skies above Asian cities such as Tokyo, Seoul, Hong Kong, Manila, and Taipei. For this reason, Northwest Airlines became Northwest Orient Airlines in 1947. The airline had an extensive network and grew into a fierce Pacific competitor.
Many air travelers remember this legacy airline with mixed emotions. If you lived in Asia, where Northwest dominated for years, flying on the airplanes with the red tails was a matter of prestige and affluence.
Northwest merged with Republic in 1986. When it acquired and merged with Republic Airlines in 1986, the airline dropped the “Orient” part of its name, symbolizing its growing US network to complement its strong international routes.
Residents of smaller communities in the western United States and the Upper Midwest—like Fargo, ND (FAR); Bismarck, ND (BIS); Great Falls, MT (GTF); Helena, MT (HLN); Bozeman, MT (BZN); Butte, MT (BTM); Missoula, MT (MSO); Spokane, WA (GEG); Rochester, MN (RST); and Madison, WI (MSN)—also miss Northwest and the numerous destinations It offered to such small cities. Northwest’s service was the primary way that residents in those cities could escape the winter cold to worldwide destinations on mainline jets.
In later years, Northwest struggled with labor relations and elderly aircraft. In 2008, it was absorbed into Delta Airlines as part of a merger.
Pacific Pioneers
Throughout its history, Northwest Airlines achieved remarkable feats, especially in the Pacific region, showcasing the ingenuity and dedication of its workforce. Its early accomplishments rivaled those of iconic carriers like Pan Am, cementing Northwest’s legacy as a pioneering airline.
A Northwest Stratocruiser in flight. Image: Northwest Airlines History Center
In 1931, Northwest developed its Great Circle Route to Asia from the United States via Alaska. This new way of flying halfway around the globe saved thousands of miles from the previous way across the Pacific, developed by Pan American Airways. The “long way” pioneered by Pan Am traversed the Pacific through Hawaii and other islands like Midway, Wake, and Guam.
Northwest partnered with Charles and Anne Lindbergh to publicize its new way of traveling to Asia. Lindbergh was an American hero who, just four years earlier, flew nonstop across the Atlantic from America to France.
In the 1940s and throughout World War II, Northwest flew troops and supplies for the US Government to Alaska. These men and materiel would eventually find their way to the war front in Asia. Shortly after the war, Northwest started painting the tails of its airplanes red since they flew over rough terrain in the western US, Canada, and Alaska. The company wanted rescuers to be able to find their airplanes if they went down in rough terrain or bad weather.
The airline grew with extensive service to Asia in the 1960s and 1970s, flying the 707, then later the 747 and DC-10 across the vast distances of the Pacific. Northwest even set up a domestic-like feeder network in Japan and other nearby nations with 727s and later 757s to connect asian cities to their international network.
Challenging Middle Years
In the late 1940s, Northwest wanted to get a jump on its competition, which was flying leftover DC-3s and DC-4s from the war. They contracted to eventually purchase 40 Martin 2-0-2s from the Martin Company. These airplanes were based, in part, on the designs Martin developed for bombers during World War II. Unfortunately, from 1948 through 1951, Northwest suffered five fatal Martin 2-0-2 crashes. They finally grounded the Martins and canceled all further orders. The Martin 2-0-2 debacle almost ruined the airline.
Northwest introduced the Martin 2-0-2 into its fleet with some challenges. Image: Northwest Airlines History Center
At the same time Northwest was dealing with the Martin 2-0-2 issues, they were also flying Douglas DC-4s. Flight 2501, a DC-4 flying from New York to Seattle, went down in Lake Michigan with 58 aboard. Some debris and human remains were found floating on the water, but the wreckage was never found. Divers still search for the wreckage to this day.
Another infamous incident happened in 1971. A passenger who bought his ticket under the name “D.B. Cooper” hijacked a Northwest 727 as it flew between Seattle and Portland. When the plane returned to Seattle, he was given $200,000 in ransom and parachutes obtained from the Issaquah Skyport just outside of Seattle. Cooper demanded to be flown to Reno. While the 727 flew over southwestern Washington State, Cooper parachuted out of the aft open stairwell. Cooper was never found, but some of his money was discovered along the banks of the Columbia River in 1980.
A Northwest Airlines Boeing 720B in cruise | IMAGE: Northwest Airlines History Center
Northwest Airlines’ Fleet History Was Especially Diverse
Northwest’s fleet of aircraft over its long history was impressive. Throughout its long history, Northwest flew a wide variety of airplanes: DC-3s, DC-4s, DC-6s, DC-7s, DC-9s, DC-10s, Martin 2-0-2, Boeing 377 Stratocruiser, Lockheed L-188 Electra, Boeing 707s, 727s, 747s, and 757s, plus several others. It tried utilizing Super Constellations and even Douglas DC-8s. Northwest later sealed a deal with Airbus and flew a large fleet of Airbus A319s, A320s, and A330s.
A Northwest Airlines Douglas DC-9 in the famous “bowling shoe” livery | IMAGE: AeroIcarus (CC 2.0)
Many avgeeks remember that toward the end of their history, Northwest was known for flying an extensive network with elderly DC-9 aircraft. In the late 1990s, the airline refurbished its fleet with modern interiors instead of buying newer and more efficient jets, as other airlines were doing at the time. The move did save the airline money initially. However, the rapid rise in fuel prices in the early 2000s led to significant expenses as they operated a significantly less efficient fleet than their competitors. Delta finally retired the last Northwest DC-9 (in Delta colors) in 2014.
Labor Relations And Coorporate Raiders Resulted In A Mixed Legacy Of Service
There are probably as many negative memories of Northwest, too, though. It wasn’t always in jest when air travelers would sometimes call the airline “Northworst.” The company was notorious for its turbulent labor relations and the numerous strikes it had to endure from its unions. Because the airline had such a strong presence in their hubs and Midwest cities, many passengers felt trapped by the need to fly on an airline with disappointing on-time arrivals, old aircraft, and disappointing service.
The airline was also known for its penny-pinching and severe cost-cutting measures, especially in the 1990s and 2000s, when corporate raiders used Northwest to make themselves rich at the expense of employees, their families, and the flying public.
In the 1990s and 2000s, Northwest suffered economic and air travel downturns after the Gulf War and the September 11, 2001, terrorist attacks. The airline’s previous debts, corporate governance challenges, and geriatric aircraft made it particularly vulnerable.
Northwest Reaches The End of Its Road
A Boeing 747-400 in Northwest Airlines’ last paint scheme. Image: Northwest Airlines History Center
Northwest filed for bankruptcy in September 2005, emerging in May 2007 with a new paint scheme and a renewed emphasis on service. Unfortunately, that new focus was short-lived as the spike in oil prices in 2008 and the Great Recession forced a wave of consolidations between airlines in the industry.
In April 2008, Northwest announced it would merge with Delta Airlines. The merger was completed in January 2010, ending a proud legacy of the red tails plying the Pacific. Still, Northwest Airlines was a pioneer of the airline industry, connecting the Pacific in unique ways. Despite difficulties throughout the years, they were an airline with a proud history, many outstanding employees, and many firsts that grew the Pacific market into what it is today.
Frontier Airlines has announced it will start three popular domestic routes from New York City (NYC) starting this Spring.
Frontier will offer introductory prices starting at just $19 per passenger. This gives travelers a golden opportunity to fly from New York City to Miami for just $19.
Frontier Across America
Frontier Airlines has issued a press release announcing the start of three new routes from John F. Kennedy International Airport in NYC. Once each new route begins service, Frontier will also offer a special discount price for a limited time only.
Starting 30 March, 2025, Frontier will fly from John F. Kennedy Airport to Miami once daily. Fares for this flight start at just $19.
On 22 April, 2025, Frontier will begin its New York-Dallas route. This route will take place four times per week with fares starting at $29.
Beginning in May, Frontier will start service from New York to Los Angeles. The airline will fly between cities once daily starting 1 May, 2025. Travelers can take advantage of the introductory fare and fly one of the most popular routes in America for just $49.
Image: by Acroterion from Wikimedia Commons
Frontier Airlines Vice President of Network and Operations Design Josh Flyr shared these comments about the new NYC routes:
“This is an exciting day for consumers as we once again expand our offerings at JFK…With the launch of these ultra-low fare flights to Miami, Dallas and Los Angeles, we are increasing the availability of affordable travel to top destinations for New Yorkers, as well as making a New York adventure or business trip that much more affordable for budget-savvy consumers across the United States.”
JFK Introductory Fare Terms
Customers have until 14 January at midnight Eastern Standard Time to book a flight involving one of these three new routes to be eligible for a discount. Though there are blackout dates that apply, travelers can schedule their flight for as far back as 18 August 2025. Refer to Frontier’s press release for a list of blackout dates.
Last month, Frontier introduced UpFront Plus, which is a brand-new premium seating option that offers additional legroom and a guaranteed empty middle seat. These new seats will be installed by late 2025 and will be available on every aircraft from Frontier.
As time goes on, there are fewer and fewer veterans still alive from WWII. In a few years, none will be left. So, it was a real privilege last summer to watch this WWII P-51 pilot climb onboard a Mustang once again, recalling his time flying the iconic fighter over war-torn Europe.
Major Elmer Pankratz (USAF retired) flew 43 recon missions over Europe after the Battle of the Bulge, and flew over 800 hours in the P-51. At over 100 years old, he is still funny, witty and sharp, and remembers WWII like it was yesterday. He served with the 160th Squadron, 373rd Group, 9th Air Force.
Watch this WWII P-51 Pilot Climb Onboard a Mustang Again 50
Granting a WWII veteran’s wish
I met up with Pankratz at the National Warplane Museum’s warbird air show in Geneseo, NY last July with my colleague AJ Bartucca (we both worked on the air show’s media team). Pankratz only wished for one thing; to climb back in a Mustang, his “Aluminum Sweetheart” as he calls it.
I work with most of the warbird community and half the air shows and museums across the country, so this was a wish easy to grant. I called my friend Scott Yoak, who was in attendance performing in his P-51D “Quick Silver”, but he was flying. So, I called another Mustang pilot friend, Louis Horschel, who was also in attendance for the show.
Louis Horschel in his P-51 “Mad Max” with Scott Yoak in his P-51 “Quick Silver”. Photo by Mike Killian
Both Louis and Scott have a special place in their hearts for our veterans, so I already knew they would accommodate. I linked up with Louis and we waited for Elmer to arrive with his son. At the same time, Scott landed and parked his Mustang. I filled him in on Elmer’s wish, and without hesitation Scott invited him onboard.
Reunited with his Aluminum Sweetheart
“This is a dream. It’s a dream…,” said Pankratz as he marveled at the plane. “One way or another, even if I have to flap my arms I’m gonna get up in that cockpit.” He smiled ear to ear as he walked around the Mustang to the front, where we had a ladder waiting to help him up on the wing.
Watch as Pankratz revisits a P-51, 80 years after he flew them over war-torn Europe
Pankratz wasted no time getting back in the saddle, cane and all. A group of us made sure Mr Pankratz could climb onto the plane safely, while Scott and Louis both helped him get into the cockpit. As he sat down, cheers erupted from a crowd gathered, and Pankratz threw his fists up in celebration.
For the next 15 minutes, both Scott and Louis joined Pankratz, recalling his time in the war and flying the legendary fighter plane.
Watch this WWII P-51 Pilot Climb Onboard a Mustang Again 51
A walk down memory land
“They (Nazis) shot at me plenty of times, light flak and heavy flak,” recalled Pankratz of the war. “We usually flew at 5,000 ft., but in those days I could see a dog running down the road from a mile away, and 5k ft is about a mile. We found out that light flak, which was mostly 20mm rounds, well those round were really reaching and less accurate at 5k ft. The heavy flak seemed to get more accurate after it gets up a ways, and that goes on and on.
So, 5k ft was just the safest for us to be flying. You could still be shot by both light and heavy flak, because you’re within range. One day, I saw a tracer come right over my canopy.”
Watch this WWII P-51 Pilot Climb Onboard a Mustang Again 52
“Usually they (Nazis) had 4 anti-aircraft guns in a box, and they would follow the most accurate one,” recalled Pankratz about dodging anti-aircraft fire. “So, whatever he shot at, all the other guns would follow on the same target. You had an awful lot of lead flying in your direction. That’s how it was about halfway through.
Towards the end of the war, there was nothing left. I would fly over and Germany was decimated. When I flew over cities all I saw was rubble. If you were a very small town we left that alone, that wasn’t worth anything. So, they left that alone. A very very small town was the safest place Germans could get.”
P-51 air show pilots Louis Horschel (left) and Scott Yoak (right) with WWII P-51 veteran Major Elmer Pankratz (Mike Killian photo)
Pankratz is German himself, but felt no guilt in the war
“I am a German extraction,” said Pankratz. “A lot of people have asked me if I felt guilty, maybe shooting at my cousins down there. I wasn’t born in Germany, but my folks were.”
“No, I didn’t feel bad about it. They were the enemy, but I didn’t have any hate for them, until I found out about the concentration camps. That’s when I didn’t want to be German anymore. When I found out about them, how brutal they were, and I got more and more details….. In fact, I have pictures that a Head Intel Officer took at one of the camps. He took the pictures and I developed them and printed a set for him and a set for me. The pictures have never been published. They are all the same, stacked bodies and skeletons with skin hanging on them, just terrible stuff.”
P-51 air show pilots Louis Horschel (left) and Scott Yoak (right) with WWII P-51 veteran Major Elmer Pankratz (Mike Killian photo)
God willing, Scott will fly Mr Pankratz in the Mustang this year, as long as he is healthy enough for it. I will be documenting to tell the story! Stay tuned…
No connections, $10 airfares, and poor management…Skybus was a perfect case of poor execution by a startup airline.
Skybus was a privately held ultra-low-cost airline operating out of Columbus, Ohio. Its goal was to be the least expensive carrier in the US. In fact, the company’s slogan was “Only Birds Fly Cheaper.”
That may have been factually true, since Skybus was known for selling ten one-way seats on each flight for only $10 each. At the time, airline executives aimed for a forecasted CASM (Cost Per Available Seat Mile) 28% lower than Southwest Airlines, which would generate huge profits for investors like Fidelity, Morgan Stanley, Nationwide Mutual Capital, and Tiger Management. To meet this lofty goal, Skybus slashed expenses and had novel ways of generating revenue, not the least of which was severely underpaying employees.
In exchange for the low fares, passengers were required to pay extra for everything and were offered merchandise for sale. The airline was the first to charge for baggage. Delta, United and Northwest would later follow suit and charge fees for checked baggage, as well. Skybus also sold advertising space inside and outside the aircraft.
Its business model was similar to European ultra-low cost carrier Ryanair, flying routes not offered by other airlines, mostly into secondary airports. As an example, a route through Portsmouth, NH served the Boston market.
Skybus was in operation for slightly more than two years between March 2006 and April 2008. The company cited rising fuel costs and the lagging economy as reasons for shutting down. But the real reasons for its demise were probably more complicated and likely had to do with a lack of foresight from management more than anything else.
The bad press from the Christmas 2007 cancellations certainly did not help Skybus and fuel costs at the time were definitely on the rise; however, it may be the threat of unionization that was the final nail in the Skybus coffin.
Skybus Pilots Attempt at Unionization
Below-market compensation was part and parcel of the Skybus business model. Flight attendants were paid a measly $9 per flight hour and asked to sell merchandise on commission to supplement their salaries. Pilots’ wages were also well below the norm. A captain’s salary was about $90,000 compared with $120,000 at airlines like United.
Skybus pilots were organizing a union and had plans to join Local 747 of the International Brotherhood of Teamsters in Houston. They had enough signatures for a referendum, and it was expected that unionization would be complete by April 2008. Unionization and having to pay pilots at-par wages would have been a real drag on Skybus’ bottom line and would also pave the way for other employee groups to unionize.
It is probably not a coincidence then that the airline ceased operations in April 2008, shutting down any possibility for unionization and no longer padding the wallets of their prominent investors.
Ken Fielding/https://www.flickr.com/photos/kenfielding [CC BY-SA 3.0 (https://creativecommons.org/licenses/by-sa/3.0) or CC BY-SA 3.0 (https://creativecommons.org/licenses/by-sa/3.0)], via Wikimedia Commons
Here is a brief rundown of the discount airline’s history:
Spring 2005: Founder John Weikle saw an opportunity when America West pulled out of its Columbus hub. Weikle began raising capital, and when Skybus commenced operations, it was one of the most well-capitalized airlines in history.
April 2007: Skybus announced its initial eight routes, all originating from the hub at Port Columbus International (CMH).
May 2007: The airline announced plans for major expansion, even though these expansion plans were not a part of the original business model. That summer, the DOT granted Skybus permission to fly internationally to Cancun, Mexico, and Nassau, Bahamas.
October 2007: Service cuts were announced on long-haul routes. Management blamed rising fuel costs.
Christmas 2007: The carrier made headlines for canceling about 1/4 of its scheduled routes over two days, citing issues with two of its seven planes. Management neglected to secure de-icing contracts ahead of the winter months. This led to significant additional de-icing costs and an onslaught of consumer complaints.
February 2008: Skybus ended service to the West Coast with the exception of one daily nonstop flight to Burbank, CA.
April 4, 2008: The airline totally ceased operations. Here’s a terrible video of the last flight.
